SUMMER INTERENSHIP PROGRAMME

ON

“TRAINING AND DEVELOPMENT”

AT
HINDUSTAN TIMES

SUBMITTED IN
PARTIAL FULFILLMENT FOR
BACHELOR OF BUSINESS ADMINISTRATION

SUPERVISION BY SUBMITTED BY
Mr. DEEPAK KAUSHAL NUPUR MAHAWAR
Roll No 2401765

GRAPHIC ERA DEEMED TO BE UNIVERSITY,

DEHRADUN

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 CERTIFICATE

This is to certify that Mr. ABHINAV DHAPOLA of BBA V semester of Graphic Era Deemed
University, Dehradun has completed his project report on the topic of “TRAINING AND
DEVELOPMENT AT HINDUSTAN TIMES” under the supervision of MR. DEEPAK

KAUSHAL, GRAPHIC ERA DEEMED TO BE UNIVERSITY, DEHRADUN.

To best of my knowledge the report is original and has not been copied or submitted
anywhere else. It is an independent work done by him

NUPUR MAHAWAR

GRAPHIC ERA DEEMED UNIVERSITY,

DEHRADUN.

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 ACKNOWEDGEMENT

I am thankful to MR. DEEPAK KAUSHAL Faculty of Management Deptt, Graphic

Era Deemed To Be University, Dehradun for his encouragement and providing other
assistances whenever required.

I would like to thank all staff members of HR Department, especially in Personnel

Department who are working with me and who helped me a lot in understanding
all the related aspect of the topic.

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 DECLARATION

I hereby declare that this project work entitled “ TRAINING AND

DEVELOPMENT AT HINDUSTAN TIMES ” is my work, carried out under

the guidance of my faculty guide MR. DEEPAK KAUSHAL. This

report neither full nor in part has ever been submitted for award of

any other degree of either this university or any other university.

:Place: DEHRADUN Signature

Date: NUPUR MAHAWAR

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 TABLE OF CONTENTS
1. Acknowledgement
2. Executive Summary
3. Introduction
3.1)Need for training

3.2)Industrial profile

3.3)Company profile

4. Literature Review
5. Methodology
5.1) Data Collection

5.2)Sample Size

6)Findings and suggestions

7).Conclusion

8).Recommendations

9.References

10. Questionnaire

11. Bibliography

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 EXECUTIVE SUMMARY

The research work aims at identifying the Training & Development at Hindustan times ,
Dehradun. During this research senior executives were interviewed and a survey was
conducted through a questionnaire prepared to map the current status of Training &
Development which was introduced about one year back .

The survey and interview were conducted at Training & Development Strategies
Selection Adopted by Hindustan Times. An effort was made to know the employees’
opinion about the recruitment process systems at Training & Development Strategies
Selection Adopted by Hindustan Times, Dehradun.

On the basis of the research it is found that most of the employees feel that there some
improvement required in the process. There is no immediate action taken by the company
after the complaints are lodged in.

An attempt was also made to project the services provided to the employees and there
satisfaction level by the contract. To know do employees think that there should be some
modification for improvement. It is recommended that quick action should be taken as
the complaints are lodged and there should be separate contract for different premises.

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 OBJECTIVE OF STUDY

* To know the process of training and development in Hindustan Times.

* To draw conclusion and suggestions on the basis of the study.
* Identifying employees with executive talent and developing them so
that they can occupy managerial positions in the future.
* Motivating the managers to perform more effectively in accordance
with the organizational goals.
* Updating managers from time-to-time about the latest changes and
developments in their respective fields.
* Improving the analytical and logical skills of employees.
* Improving human relations skills and encourage creative thinking

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 EED OF THE STUDY

1. Make learning one of the fundamental values of the company.

2. Ensure value addition through training to the over all business process.

3. Institutionalize learning opportunities that supplement work experience.

4. Integrate organizational and individual development needs.

5. Enable employees to keep abreast with the latest knowledge and skills and able
them to undertake current and future responsibilities in a more effective manner.

6. Provide linkage between the different functionaries of training activity.

7. Provide linkage of activity with overall human resources.

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 INTRODUCTION
TRAINING
Every organization needs the services of trained people for performing the
activities in a systematic way. Training is a collection of actions, which enables the
organization to achieve its goals. “Training needs can be identified by deducting
the existing skills from the job requirements.”

The term training has been traditionally used to describe the acquisition of
technical knowledge and skills. Therefore, “Training is the systematic development
of the knowledge, skills and attitudes required by an individual to perform a given
task or job.”

Training is the act of increasing the knowledge and skills of an employee for doing
a specified job. It can be viewed as a systematic planning process which has its
organizational purpose to impart and provide learning experience. This is done
with a view to bring about improvement in an employees and thus enabling him to
make his contribution in greater measure in meeting the goals and objectives of the
organization.

Training is also an organized procedure for increasing the knowledge and skills of
people for a specific purpose. It helps the trainees acquire new skills, technical
knowledge, problem- solving ability etc. It also gives an awareness of the rules and
procedures to guide their behavior thereby improving the performance of
employees on present prepares them for taking up new assignments in future.

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DEFINITIONS OF TRAINING
To have a realistic and clear perception and understanding of what training entails,
some of the definitions propounded by different distinguished writers are given
below:

● Planty, Cord M.C and Efferson

“Training is the continuous, systematic development among all levels of employees of

that knowledge and those skills and attitudes which contribute to their welfare and that of
the company.”

● Richard P. Calhoon

“The process of aiding employees to gain effectiveness in their present and future work.”

● Michael Armstrong

“The systematic development of the knowledge, skills and attitudes required by an

individual to perform adequately a given task or job.”

● Edwin B Flippo

“The act of increasing knowledge and skills of an employee for doing a particular job.”

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NEED FOR TRAINING:-

1. Job Requirements: - Employees selected for a job might lack the qualification
required performing the job effectively. New and inexperienced employees
required detailed instructing for effective performance on the job. In some cases,
the past experience, attitudes and behavior pattern of experienced personal might
be inappropriate to the new organization. Remedial training should be given to
such people to match the needs of the organization. New employees need to
provide orientation training to make them familiar with the job and the
organization.

2. Technological Changes: - Technology is changing very fast. Now automation and

mechanization are being increasingly allied in the offices and services sector.
Increasing use of fast changing techniques required training due to
computerization of banking operations. No organization can take advantage of
latest technology without well trained personnel. A new job required new skills.
Thus, both new and old employees require training.

3. Organization Viability: - In order to survive and grow an organization must

continually adopt itself to the changing environment.

4. Experiencing Expansion: - Growth and diversification, in order to face

international competition, the fir must upgrade their capabilities. Existing
employees need refresher training to keep them abreast of new knowledge.
Training programmers foster the initiative and creativity of employees and help to
prevent obsolescence of skills. An organization can build up a second line of
command through training in order to meet its future needs for human resources.
Trained staff is the most valuable asset of the company.

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5. Internal Mobility: - Training becomes necessary when an employees moves from
one job to another due to promotion and transfer.

Employees chosen for higher level jobs need to be trained before they are asked to
perform the higher responsibilities. Training is widely used to prepare employees for
higher-level jobs.

Thus there is an ever-present need for training people so that new and changed
techniques may be taken advantage and improvements in old methods are effected.
Need for training has increased due to growing complexity of jobs, increasing
professionalisation of management, growing aspirations, west untapped human
potential, ever-increasing gap between plans and result and sub optimal performance
levels.

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IMPORTANCE OF TRAINING:-
1. Higher Productivity: - Training helps to improve the level of performance.
Trained employees perform better by using better method of work improvement in
manpower productivity in developed nations.

2. Better Quality of work: - In formal training, the best methods are standardized
and taught to employees. Uniformity of work methods and procedures helps to
improve the quality of product or service. Trained employees are less likely to make
operational mistakes.

3. Less Learning Period: - A systematic training programme helps to reduce the

time and cost involved in learning. Employees can more quickly reach the acceptable
level of performance. They need not waste their time and efforts through trail and
error.

4. Cost Reduction: - Trained employees make more economical use of materials and
machinery. Reduction in wastage and spoilage together with increase in productivity
help to minimize cost of operations per unit maintenance cost in also reduced due
fewer machine breakdowns and better handling of equipment.

5. Reduced Supervision: - Well-trained employees tend to be self reliant and

motivated. They need less guidance and control. Therefore, supervisor burden is
reduced and the span or supervision can be enlarged.

6. Low Accident Rate: - Trained personnel adopt the right work method and make
use of the prescribed safety devices. Therefore, the frequency of accidents is reduced.
Health and safety of employees can be improved.

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7. High Morale: - Proper training can develop positive attitudes among employees.
Job satisfaction and moral are improved due to a rise in the earning and job security
of employees. Training reduced employee grievances because opportunities for
internal promotion are available to well train personal.

8. Personal Growth: - Training changes the knowledge and skills of the participants.
Therefore, well-trained personnel can grow faster in their career. Training prevents
obsolescence of knowledge and skills. Trained employees are more valuable assets to
any organization. Training helps to develop people for promotion to higher posts and
to develop future managers.

9. Organization Climate: - A sound training programmed helps to improve the

climate of an organization. Industrial relations and discipline are improved.

Therefore, decentralization of authority and participative management can be introduced.

Resistance to change is reduced. Organizational having regular training programmers can
fulfill their future needs for personnel from internal sources. Organizational stability is
enhanced because training helps to reduce employee’s turnover and absenteeism.
Training is an investment in people and no organization can afford to train employees.
The only choice left to management is whether training shall be made a carefully planned
part of an integrated programmed of personnel administration.

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 TYPES OF TRAINING

Training is required of several proposes. Accordingly training programmers may be of the

following types: -
1.Orientation Training: - Induction or orientation seeks to adjust newly appointed employees to
the work environment. Every new employee needs to be made fully familiar with his job, his
superiors and subordinates and with the rules and regulation of the organization. Induction
training creates self-confidence in the employees. It is also known as pre-job training. It is brief
and informative.

1. Job Training: - To the training provided with a view to increase the knowledge and skills
of an employees for improving performance on the job. Employees may be taught the
correct methods of handling equipment and machines used in a job. Such training helps
to reduce accidents waste and inefficiency in the performance of the job.

2. Safety Training: - To the training provided to minimize accidents and damage to

machinery to know as safety training. It involves instruction in the use of safety and in
safety consciousness.

3. Promotional Training: - It involves training of existing employees to enable them to

perform higher- level jobs. Employees with potential are selected and they are given
training before their promotion, so that they do not find it difficult to shoulder the higher
responsibilities of the new positions to which they are promoted.

4. Refresher Training: - When existing technique become obsolete dot to the

development of better technique, employees have to be trained in the use of new methods
and techniques. With the passage of time employees may forgot some of the methods of
doing work. Refresher training is designed to revive and refresh at knowledge and to
update the skills of the existing employees. Short-term refresher courses have become

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 popular on account off rapid changes in technology and work methods. Refresher or re-
training programmes is conducted to avoid obsolescence of knowledge and skills.

5. Remedial Training: - Such training is arranged to overcome the shortcoming in the

behaviors and performance of old employees. Some of the expected employees might
have picked up appropriate methods and styles of work. Such employees are identified ad
correct work methods and procedures are taught to them. Psychological experts should
conduct remedial training.

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METHODS OF TRAINING

1. On the Job Training Methods: - Under this method the employee is trained on the job
and at his work place. The training is provided by the superior or a senior employee. This
type of training is simple and economical. No special place, equipment, or instructor is
required. The training is suitable where a few employees are to be trained in the real job
environment and no expert instructor is required. Popular on the job training methods are
given below: -

● Coaching: - Under this method, the trainees received personal guidance and instruction
from his superior. This method is effective when the superior is well trained and has
sufficient time to provide coaching.

● Under Study: - Here the trainee works as an assistant to a superior manager. He learns
through observations and experience. The trainee is expected eventually, to occupy the
job o senior manager. The objective is to develop a successor to the retiring manager.

● Job Rotation: - It involves a systematic transfer of the trainees from one job to another
so as to broaden his knowledge and attitudes.

2. Off the job Training Methods: - Under these methods, training is given outside and
external agency arranges the training programme. The focus is more on learning than
doing. Off-the-job training enables training to concentrate better because they are free
from job pressure. It is suitable when the large numbers of employees are to be trainees
over a long time period. Some methods are as follows:-

● Class Room Lectures: - Professional experts instruct through a series of lectures to

impact knowledge and skills about a job. Some organizations like Hindustan Lever Ltd.,
State Bank of India and LIC conduct special course for their employees. In these courses,
film and T.V shows user to supplement lectures.

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● Conference: - In a conference, employees of the same organization or different discuss
together the various aspects of the particular subject. Discussions among the participants
take place on the basis of lectures given by experts. This method helps to widen the
outlook and knowledge of the trainees.

● Case Discussion: - A case studies is a written description of an actual or hypothetical

situation. A capable instructor presents the fact of the case. The participants discuss the
case and arrive at conclusions. This method helps to develop analytical reasoning and
other mental qualities of the participants.

● Role playing: - Under this method, the participants in acts a number of roles to
understand the problem.

● Sensitivity Training: - Under this method, a training group consisting of five to ten
person is formed. The members of the group freely express their ideas, beliefs and
attitudes. Such an open discussion enables a trainee to appreciate the problems of others
and adjust accordingly.

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METHODS OF DETERMINING TRAINING NEEDS

The total needs can be determined by analyzing the situation in respect of each skill that is job
requirement, employee’s present job skills and training needs of each member of the work force.
This can be done in the following ways:

1. Analysis of an activity: - List in a logical sequence, the activities in producing a product

or service of part there of, and determine new knowledge of insights are required to
handle it.

2. Analysis of Problems: - To analyze the problem and determine what additional skills
knowledge or insights are required to handle it.

3. Analysis of behavior: - To analyze typical behavior by individual or groups and

determine if someone should get something, be it additional knowledge, skill or attitude.

4. Analysis of an Organization: - To analyze organizational weakness to produce clues

both individual and group training needs.

5. Appraisal of performance: - To analyze performance and to determine if someone

should get something but it additional knowledge, skill or understanding.

6. Brain storming: - To bring together a homogenous group and to ask individuals in the
group to call out any ideas they have for answering a ‘how to question’ and identify
items, which call for an additional knowledge, skills or attitude.

7. Buzzing: - To ask an audience of supervisors, professionals, personnel’s or others as to

what the desirable next steps are in the organization’s training programme or what
additional areas of knowledge do we need to handle our work better.

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8. Card Sort: - To write statements or potential training needs on cards, hand them over to
persons whose ideas are sought to arrange these cards in what they feel is their order of
importance for various training needs.

9. Check List: - To break down a job, process, programme, activity or area of responsibility
in a list of detailed part or steps arranged in logical sequence then to have checked off by
each employee.

10. Interview: - To arrange a formal meeting with the person or group concerned employing
the interview technique.

11. Comparison: - To compare what an individual is doing with what others are doing or
have done to handle old programme keep up to date new technique and procedure and
fight his own obsolescence.

12. Observation: - To observe such things s many have values as indicators of training
needs, specially needs which are just under the surface or emerging.

13. Survey: - To undertake survey that can be used to take inventory operation, employee
attitudes, implication of advanced planning etc.

14. Test: - To perform test, to measure the skills, knowledge or attitude and to identify gaps.

15. Questionnaire: - To develop the questionnaire, to collect information, which can be

used to determine training needs, confirm the scope of the training, identify course
content etc.

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OBJECTIVES OF TRAINING

1. Improve Employees Performance

2. Updating Employees Skills

3. Avoiding Managerial Obsolescence

4. Preparing for Promotion and Managerial Succession

5. Retaining and Motivate Employees

6. Creating an Efficient and Effective Organization

PURPOSE OF TRAINING
● To increase productivity

● To improve Quality

● To help a company fulfill its future personal needs

● To improve Organizational climate

● To improve health and safety

● Obsolesce presentation

● Personal growth

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 DEVELOPMENT

Development relates to the development and growth of the employees in an organization through
a systematic process. This development is future-oriented and prepares managers for a career of
valuable contribution to the organization.

It is a key component of an organization’s efforts to prepare its employees to successfully handle

new challenges. Development helps managers to understand new cultures and customs that have
become an integral part of the global market. It helps managers equip themselves with the latest
technologies, tools and techniques for improved quality and performance.

Development is an intricate and difficult process. The employees occasionally come across
challenging situations. These provide opportunities, at least to some, to rise to the occasion and
unfold their qualities. In normal work life, employees some times are confronted with problems
that require more that ordinary qualities to deal with them. Problems, difficulties, challenges and
other like situations help in the development of the latent potentials in the employees.

Therefore, development is a long-term educational process utilizing a systematic and organized

procedure by which trainees can learn conceptual and theoretical knowledge for general purpose.

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OBJECTIVES OF DEVELOPMENT

1. Improving the performance of the managers.

2. Enabling the senior managers to have an overall perspective about the organization and
also equipping them with the necessary skills to coordinate the various units of the
organization.

3. Identifying employees with executive talent and developing them so that they can occupy
managerial positions in the future.

4. Motivating the managers to perform more effectively in accordance with the

organizational goals.

5. Updating managers from time-to-time about the latest changes and developments in their
respective fields.

6. Improving the analytical and logical skills of employees.

7. Improving human relations skills and encourage creative thinking.

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PROCESS OF DEVELOPMENT

Review of the organizational objectives that provide a framework

to determine the managerial development needs

Evaluation of the organization’s current management resources.

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PREREQUISITES OF A SUCCESSFUL DEVELOPMENT
PROGRAM

1. Development should be identified as an important and continuous activity in the

organization.

2. Managers must take up the responsibility of developing their subordinates for greater
responsibilities.

3. Development must match the needs of the organization and the individual.

4. Managers must be motivated to invest time in the development of themselves and their
subordinates, using special reward systems.

5. Development starts with the selection of the right candidates for managerial ranks.

The development program should be based on a definite strategy, which should spell out the
type, coverage and objectives of the program.

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 COMPANY PROFILE
INTRODUCTION

HINDUSTAN TIMES was founded in 1924 and inaugurated by Mahatma Gandhi, HT Media
(BSE, NSE) has today become one of India's largest media companies.

With a combined daily circulation of 2.25 million copies and a readership base of 14.49 million
readers, Hindustan Times (English) and Hindustan (Hindi) enjoy strong brand recognition among
readers and advertisers, and are produced by an editorial team known for its quality, innovation
and integrity.

HT Media operates 15 printing facilities across India with an installed capacity of 1.5 million
copies per hour. HT’s internet business, under the HindustanTimes.com portal, is primarily a
news website with 2 million unique visitors and 50 million page views per month, with a
significant share of the traffic coming from outside India.

As part of its expansion into electronic media, HT Media, through its subsidiary HT Music and
Entertainment Company Ltd., has entered the FM radio market in key Indian cities through a
consulting partnership with Virgin Radio.

HT Media also plans to launch a national business newspaper in India, with an exclusive
agreement with Wall Street Journal to publish Journal branded news and information in India.

HT Media reported 2006 annual revenue of $186 million. For the fiscal first quarter ended June
30, 2006, the company reported a 33% increase in revenue to $54 million and a tripling of profit
after tax (PAT) to $7 million from the year-ago quarter.

HT Media Limited is a major player in the print media in India. It has a leadership position in the
English newspaper market in North India and the second position in the Hindi newspaper market
in the North and East. The group now intends to consolidate itself as a vibrant and modern media

26
powerhouse through strategic partnerships, ever-increasing scope of operations and a consumer
focused approach.

Key Peoples

1. Chairman – Dr. K.K.Birla

2. Vice Chairperson – Mrs. Shobha Bhartia
3. Editorial Director – Mr.Vir Sanghvi
4. Present Editor – Mr. Shekhar Bhatia
5. CEO – Mr. Rajeev Verma
6. Northern Region Head – Mr. Rakesh Sharma
Metro Edition

● HT Powerjobs
● HT Horizons
● HT We
● HT Estates
● HT Matrimonial
● HT Brunch

HT Product Line

● Hindustan Times
● Hindi Hindustan
● Kadambini
● Nandan
● www.hindustantimes.com

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● HT Next
● Mint
● Metro Now
● Fever 104

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 SUPPLEMENTS OF HT

HT provides nine supplements:-

1. HT Style: - HT Style comes on Monday to Saturday. It covers news related to leisure and
entertainment.

2. Powerjobs: - It only comes on Tuesday and covers the news related to the jobs or
vacancies available in the city.

3. Career Guide: - Wednesday edition covers the career guide supply with total number of
12 pages. It provides guide lines and information related to the career.

4. Horizon: - This edition comes on Thursday with total number of six pages and it is a
weekly guide to the campus, Institution and edition.

5. HT Estates: - This comes on Saturday with eight pages and it plays the role of a property
guide. It is a property classified.

6. Dehradun Classified: - This classified covers low cost budgeting advertisement of the
Dehradun.

7. Sunday Magazines: - This edition comes on every Sunday with four pages and covers
the news related to entertainment. It is HT entertainment package.

8. Matrimonial: - It comes on every Sunday and helps the young youth in selecting their
life partners. It covers overall ten pages.

9. Dehradun live: - It comes on Saturday and consists of eight pages. It covers the news
about the major happening in the Dehradun city.

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LITRATURE REVIEW
Kavita Devi first became the pradhan of Barabhari village by contesting a reserved seat in 2000.
Within five years, she had won such trust that she defeated 13 male candidates to win another
election, and on a general seat this time around. A far cry from the day when she had called a
meeting of the women panchayat members, only to find it attended by their husbands instead.
Her main achievements: educating panchayat representatives about their responsibilities and
fighting corruption.

Combine women’s family commitments with the fact that a majority of the world’s poor who
live on a dollar a day or less are women, and it is no surprise that they are harder hit by
corruption in the social sector. What the story of Kavita Devi, forwarded by Kiran Sharma who is
the PACS programme director, shows is that it is precisely women’s grassroots leadership that
can best deliver India’s social sector needs.

A 2007 survey of OECD countries by the Women’s Forum for the Economy and Society, and
various studies by the World Bank, find that women are more difficult to corrupt than men and
that there is less corruption when there are more women in positions of responsibility. In the
Indian context too, various researchers have shown that women representatives are not only less
corrupt, they are also more responsive to community needs than men.

Sometimes this means they are seen as more inclined to focus on the “softer” issues. Rita Sarin,
country director of the Hunger Project, argues that this is all to the good. When a woman holds
the reins, she is more likely to invest government monies in providing better quality rations to
the needy than in constructing a lamppost. When she decides to build a road rather than a school,
it will be because the more urgent community need is perhaps to provide speedier access to a
hospital. The catch is that when women approach the panchayat secretary or the block
development officer to fund their projects, they are often told to think big instead. But women
representatives’ strength lies precisely in prioritising the local over the global, which is what
empowers them to resist cooption into deeply entrenched systems of corruption.

Some argue that quota systems for women simply worsen nepotism in the panchayats.
Countering this charge, Sarin recounts the story of Gangabai, a pradhan from Rajasthan’s
Pokhran district. She was all set to place the village handpump near her own house in
compliance with her husband’s wishes, until she next went to fetch water. Then the women with

30
whom Gangabai had laboured for years persuaded her to plant it in the middle of the village
instead. It is common to see women representatives as being under their men’s thumbs, but their
decision making is also powerfully influenced by female solidarity. Women leaders often end up
prioritising the needs of women, which are also the needs of the family.

Villages headed by women pradhans possess 30 per cent more taps and hand pumps, and are 25
per cent less likely to pay bribes. And according to a PACS survey of selected panchayats in UP,
women filed a high 39 and 41 per cent of the RTI applications relating to PDS and welfare
schemes. This is despite the fact that women who are supposed to be in charge of village
development for five years receive little training for this responsibility. With time and training,
women’s quotas promise to yield sustainable results for India’s socials sector schemes.

STUDY DONE BY ILO

Affirmative action has been able to assist only a small number of Dalits in finding formal jobs
but has failed to provide even and equal opportunities to all, the report added.

"Violence, discrimination and segregation are a daily experience for millions of men and women
in several regions of the world. But the practice (of discrimination that is rooted in caste or
similar systems) is most widespread in South Asia, particularly in India and Nepal," the report,
titled 'Equality at Work: Tackling the Challenges' remarked.

The report, a follow-up to the ILO Declaration on Fundamental Principles and Rights at Work,
was released in New Delhi by the Union Labour and Employment Minister, Oscar Fernandes, on
Thursday.

The report added that Dalits are generally not accepted for any work involving contact for water
and food for non-Dalits or entering a non-Dalit residence. "Thus, they are excluded from a wide-
range of work opportunities in the area of production, processing or sale of food items, domestic
work and the provision of certain services in the private and public sectors," the report said,
adding their situation is further impaired by limited access to education, training and resources.

The report advised authorities not to merely adopt a "purely development approach to improve
the lot of Dalits". It suggested that underlying structural causes and caste barriers need to be
addressed simultaneously.

31
The ILO is also looking closely at the National Rural Employment Guarantee Programme
(NREGP). "It is premature to draw any conclusions about the impact of the scheme on poverty
and gender equality, but concerns have been voiced about possible tensions within families over
the selection of the member to be given the job and about women being left out," it said.

The ILO is conducting surveys in select districts to examine the decent work and gender equality
aspects of NREGP. "The ultimate goal is to devise the necessary safeguards to be put in place in
the NREGP so that men and women can benefit from it equally," the report said.

A study is conducted by Rochester Methodist Hospital

This article reviews current literature related to cost-benefit analysis of employee training
programs. After a conceptual stage is set and the meaning of terms is clarified, methodologies for
measuring costs and benefits, and problems related to this process are discussed. Primary and
secondary beneficiaries of training are identified. The need for distrisbutional assignments of
costs as a function of benefit is described. Following the identification of problems inherent in
cost-benefit research, concluding comments focus on the need for practical applications of cost-
benefit research.

Employees's needs and aspirations with regard to employment and

training
Technological change usually involves changes in job content, making many traditional skills
obsolete and creating a demand for new types of skills. Training and retraining ensure not only
that the enterprise obtains the optimal benefits from new technologies, it is also an effective way
of protecting the employment of workers affected by technological change and other structural
changes.

Workers, and the trade union movement, are divided about training. Some unions, such as the
BNP (Banque Nationale de Paris) union, seem to have relinquished not only any initiative, but
also responsibility for both the employees who are being forced to quit and those who are
allowed to stay. Despite the 1986 agreement giving the union a right to participate in determining
and formulating the training, there has been no move from the office-bearers of the union, all

32
men, to take the initiative. One union officer said that they 'had not realised the importance of
this clause at the time. And now it is too late.' Women employees at the BNP were almost
desperate to be given retraining. They were too young - about 39 to 42 years of age - to retire.
They saw no other way to retain their employment. They were also keen to learn new skills.

The union in Citibank, on the other hand, participated actively in the computerization process as
well as the training process. But even in Citibank there seems to be no long-term view as to the
type of jobs and skills which will be required in the future. The younger recruits have been given
a one-week training course in computer languages, which they did not use in the year following
the course. They were then given a very brief, functional on-the-job type course. As one senior
woman employee now working in the Bill Discounting department says: 'We were given a half-
day "familiarity with the word-processor" course, and printed sheets telling us what to press for
which function.'7 The Citibank women employees felt they knew too little, apart from their own
little work area, and they wanted to know more so that they would not be adversely affected
when it came to promotions. The attitude of women at the Hong Kong bank was similar. The
ANZ Grindlays Bank Employees' Union had a very different perspective, 'We have completely
opposed computerisation. There are no skills involved in operating computers. It only deadens
your mind. We cannot participate in such a process. We believe in struggle.' In the Indian banks,
the younger women and those between 31) and 45 years old seemed keen on their jobs as
careers, whereas many in the 30-45 age group had many more responsibilities at home - although
some of the latter felt that learning about computers at work would also help them to assist their
children in their studies, since computers have been introduced in many schools. Many women
felt that learning to use computers, and being in the EDP department, would protect them against
transfers to remote areas, as EDP departments are located only in the metropolitan cities.

Most of the older women, especially those above 50, felt they would not be able to cope with any
new retraining. They would undertake it if it was necessary for the job. However, a small
minority of women above SO years of age also seemed keen to take up a new challenge. As one
woman put it,

As women, we are used to challenges, at home, at work, in combining the two roles, and in
relationships with in-laws, neighbours, community, children, colleagues, and bosses. As we grow
older, these challenges become routine matters. When you no longer have in-laws, when children

33
are well settled elsewhere, when neighbourhood relationships are settled and repetitive, what do
we do? We are used to challenges. New skills are merely one such challenge. Why not take it up?
8

Another woman disagreed, but from a very different point of view.

I'm not sure that computer skills are any skill at all. What are we doing? The generalised use of
computers is only a means of deskilling and flattening us all. Very soon using computers will be
like using our pencils. Then all of us will be declared unskilled and redundant again. We need to
do something else.9

In the Banque Nationale de Paris, thirty-seven people had to leave under the Voluntary
Retirement Scheme, including ten women. At the same time they recruited ten young women to
work on the computers at the customer counter. A 39 year old woman who was forced to take the
VRS explains the strategy thus:

For over two years, we were given very little work and we were shunted about from one
department to another, one floor to another. We were treated like badli (casual) workers and were
made to feel redundant and easily disposable. We pleaded to the management that we be given
training on the computers. But they declined. We have a seniority of over twenty years, our pay
levels are quite high, thanks to our earlier struggles. We are very confident and know our
management inside out. Why should they want us any more?

Another woman activist working in the BNP says,

they would have to spend money giving us training. Now they've killed so many birds with one
stone. One, the new girls are already trained. Two, the girls start at a much lower rate, about half
our wage levels. Three, they are new, more enthusiastic to please the management. Four, the
management has succeeded in creating an atmosphere of terror and uncertainty. These young
girls are bound to be affected by this atmosphere and work with heads bent. Five, they have no
experience with this management and are not affected by the union movement. The management
has succeeded in throwing out all the active members of the union. Those active workers that
remain are likely to be promoted to the management category.

On the issue of computerization and training, there seems to be fairly divergent views among
bank managements too. By and large, the nationalized Indian banks seem to feel that 'it is better

34
to retrain a banker in computer skills than train a computer specialist in banking'. To this end, the
Indian Banks' Association has developed training packages for various types of personnel. The
National Institute of Bank Management has a very wide range of training programmes for top
management, and every bank has its own programmes for their staff. The foreign banks again
seem to operate differently. In contrast to the BNP management, the Grindlays bank has not
introduced an early retirement scheme, and has retrained its existing personnel. However
according to the Personnel Department at the ANZ Grindlays, it is likely that the bank will insist
that new recruits have some knowledge of computers.

One woman employee who had attended a training course arranged by the management at a
professional computer training institute, said,

The whole management approach to training is like their approach to our work - extraction. In
both it is the superiors or the experts laying the ground rules, without any input or participation
expected from us. Participation is only a hindrance, a point of delay, precious time wasted. I had
a feeling of being steam-rollered rather than of having learnt something.

Another suggested:

Workshops should be organized in such a way that women are collectively given the space to
handle PCs, and with manuals explaining what needs to be done. One can have experts in at
crucial times like an introductory familiarizing talk, and when we feel we need someone to guide
us, but not experts breathing down our necks like supervisors on an assembly line.10

In fact, the women felt that such training sessions would also achieve a great deal from the point
of view of the management.

The crux of the problems created by technological changes appears to be that the entire strategy
is still technology-centred. Behind the technology-centred approach is a mechanized world-view
in which computers, a machine carrying out the brain work of the human, are superior to people.

In one of the training sessions we were told how computers may be used to level the hierarchies
and authorities that exist in the workplace. But in practice a new hierarchy has been created,
alongside the earlier one. You can do only this, and can have access to only this, while the
authorities have a greater range of activities and access to greater areas of information.11

35
Despite their criticism of the training programmes organized by the management, the women
employees are extremely keen on learning new things and new skills. In fact, the new generation
of bank and insurance employees, including women, are very serious about their work and
career-conscious. Reports of workshops with women clerks, officers and managers have
indicated both the problems women face and their commitment to face these challenges for a
better career. A senior unionist who has been active in the bank unions notes a shift,

The attitude of the employees is changing. They no longer look at the unions as an expression of
their aspirations, but as an agency which will deliver the goods. They are with the union because
they mistrust the management. Their real interest however is their career.12

The unions too have begun to organize workshops for women employees. These workshops
discuss the problems women employees face in their multiple roles, how women deal with these,
and what their experiences are. Similar workshops are organized by the National Institute of
Bank Management (NIBM), for women managers. Women clerical staff, officers and managers
have reacted to these positively. One woman working in the EDP Department at the insurance
corporation observes'

We feel the thirst for more knowledge and better career prospects. Stagnation somehow scares
us. Training programmes and institutions which acknowledge this, and our dilemmas and
situation, are well received. But there are fewer of those than we need.13

In some of the courses in the National Institute of Bank Management, women managers are
encouraged to talk about their ideas and suggestions as well as their experiences as women in
banking. Many other unions and management training institutes are organizing similar courses.
Women feel that this needs to be done more systematically and more often, so that a greater
range of issues and diverse sections of women employees might be covered.

36
 RESEARCH METHODOLOGY

PROBLEM FORMULATION
In today’s scenario the company can not excel and globally compete unless it has proper and
effective Training & Development module. My company guide observed that the Hindustan
Times of Dehradun branch require new and advance training and development program. So to
overcome from this problem the task of designing the proper training & development program
for Hindustan Times of Dehradun branch was given to me.

RESEARCH OBJECTIVES
To design Training & Development program for various position of employees in Hindustan
Times of Dehradun branch was my prime objective so that the employees perform best, derive
maximum satisfaction and gain career growth as well. To achieve my prime objective I set a
secondary objective and that was to go for job analysis of each position.

DATA COLLECTION METHOD

The data collection methods used are: -
Primary Data
The primary data collected for my project was through a Questionnaire survey, which was
carried out in most of the cases to find some of the important information. In order to find out
answers to some of the very important aspects, Close-end questions were put in the questionnaire
survey. In this respondent were given the limited number of alternative responses from which
they have to select the one that closely matches his opinion.
Secondary Data
The secondary data was collected through Company Records, Government Publications,
Reports, Journals, Libraries and Company Brochures.
The main reason for collecting secondary data was to compare the past performance of the
company with present so as to know how the company is performing on the various grounds
such as: - service quality, service expectance, diversification, distribution channels, awareness,
etc.

37
RESEARCH DESIGN

A research design is simply the framework or plan for a study that guides the collection and
analysis of data. It is a blueprint that is followed in completing the study. It specifies the details
of the procedures necessary for obtaining the information needed to structure the Hindustan
Times.
The project work is based on a Descriptive Research Design, which is concerned with describing
or explaining the characteristics of a certain phenomenon.
The project describes the current state of the organization existing in the market. It is also
concerned with determining the frequency with which the organization’s services are used.

SAMPLE SIZE: - The sample size of the survey was 50.

● SAMPLE AREA: - Dehradun.

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 LIMITATIONS

1. As the study was confined to Hindustan Times, Dehradun branch only and the sample
were chosen from Dehradun city only, so the conclusions drawn may not be true for
Hindustan Times as a whole.

2. Due to hesitation on the part of respondents in revealing true information some of the
questionnaire was not filled fully and this made difficult to analyze some of the questions.

3. Unwillingness of respondents and lack of spare time to the respondents created problem
for me.

4. The problem discussed was more is technical terms, thus was difficult to comprehend.

5. The analysis part was quite difficult, as participation in training and development
programme is voluntary. Thus checking the satisfaction level of employees was not easy.

39
 ANALYSIS AND FINDINGS

1. Training improves interpersonal relationship?

Scaling value No. of Respondent Percentage

Extremely satisfied 10 20
Highly satisfied 10 20
Satisfied 25 50
Dissatisfied 5

RESULTS-The above graph shows that 50% employees find that training improves

interpersonal skills and only 5% employees don’t agree with it.

2).At what extent employees suggestion company take for improvement

40
Scaling No.of rspondt Percentage
At large extent 10 20
At some extent 14 28
Moderate 21 42
Not at all 5 10

RESULTS-As the figure indicates that 42% of the employees says that company takes their

suggestion for improvement.

41
3.)Training and Development program improves the efficiency of the employees?

Scaling No.of respondent Percentage

Extremly satisfied 25 50
Highly satisfied 20 40
Satisfied 5 10
Dissatisfied 0 0
Highly dissatisfied 0 0

RESULT-As shown in the figure that 90% are satisfied that training enhance the workers

efficiency.

42
4).Good performance in Training and Development Program should be rewarded?

Scaling No.of respondent Percentage

Extremly satisfied 30 60
Highly satisfied 10 20
Satisfied 10 20
Dissatisfied 0 0
Highly dissatisfied 0 0

RESULTS-as shown in the figure 60% of the employees says we are rewarded for good

performance

43
5).At what level you are satisfied with the complaint handling procedure of the company?

Scaling No.of respondent Percentage

Extremly satisfied 10 20
Highly satisfied 10 20
Satisfied 25 50
Dissatisfied 5 10
Highly dissatisfied 0 0

RESULTS-As the figure indicates that 50% of the employees are satisfied and 20% are highly

satisfied\ and 5% are dissatisfied.

44
 FINDINGS

1. Most of the employees are of the opinion that the company’s one of the main objectives
“make learning a fundamental value of the company” has been achieved.

2. The employee’s perception regarding the nomination that all regular employees are
nominated for training.

3. There are very few employees who have not identified/informed about their training
needs as per the training system of the company as almost all of them have done the
same.

4. Most of the employees are not aware of the fines and penalties, which may be imposed
on a person if he gets absented from a training program without giving adequate reason
for the same.

5. I studied the job of various positions and found that every position has its own
responsibility and to execute their responsibility they need the “knowledge and skills”.

45
 CONCLUSION

The study has been conducted on “Training and Development system in Hindustan Times”. After
undergoing the research it can be concluded that majority of employees are satisfied with the
overall dimensions of training and development programs and find it beneficial in upgrading
their performance.
During the training I spent maximum time with employees to understand their work and their
attitudes towards works and growth.

46
 QUESTIONNAIRE

Name.......................................
Designation………………………
Department……………………….
Experience……………………….
Educational Background………………………..
Contact no...............................................

1). How do you find the idea of development through job rotation?
a. Excellent
b. Good
a. Satisfactory
d. Not Satisfactory

2). Training and Development program improves the

efficiency of the employees?
A. Satisfied
B. Highly satisfied
C. Dissatisfied
D .Highly dissatisfied

3). The aptitude of the employees should also be considered

while assessing training needs?
A. Satisfied
B. Highly satisfied
C. Dissatisfied
D .Highly dissatisfied

47
4). How do you find the idea of development through job rotation?
a. Excellent
b. Good
c. Satisfactory
d. Not Satisfactory
5). Do you feel that there is any need of providing training to improve

interpersonal relationship?

a. Yes
b. No
6). Good performance in Training and Development

Program should be rewarded?

A. Satisfied
B. Highly satisfied
C. dissatisfied
D .Highly dissatisfied

7). Experience sharing, games, role-playing and case studies should be

included in training program?

A. Satisfied
B. Highly satisfied
C. Dissatisfied
D. Highly dissatisfied
8). Training program should be:

a. Only Internal
b. Only External
c. Internal and External both

48
9). At what extent employees suggestion company take for improvement

A. At Large Extent
B. At Some Extent
C .Moderate
D .Not At All

10). At what level you are satisfied the complaint handling procedure of the company
A. Satisfied
B. Highly satisfied
C. Dissatisfied
D .Highly dissatisfied

11). Would you like to give any suggestion to improve the training program

.................................................................................................................

Thank You

49
 REFERENCES

www.hindustantimes.com
BOOKS
 PRASANNA CHANDRA (PROJECTS)

 Training & Development book(ICFAI Publication)

 Articles from magazines.

 Training in Organizations: Needs assessment, development & evaluation-------------

Goldstein

 A Handbook of Training & Development

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